This has so many points to consider that I am surprised to see it in one article. Thanks for taking the time.

It is a great reminder about how the guest will remember 3… maybe 4 restaurants and look forward to returning for their “night out”.

I suppose the risk of a bad personal experience is a bit like the hair dresser for folks. To change is to risk.

Thanks again.

Mike

Nice summary; thanks for sharing. Based on some analysis I conducted on the 2010 1to1 Customer Champions, we have a lot of similar themes. You can read the summary of my analysis at https://www.1to1media.com/view.aspx?DocID=32758. You can see my original series of blogs on this topic at http://blog.walkerinfo.com/blog/customer-feedback-analysis/five-trends-we-can-see-from-examining-the-2010-1to1-customer-champions-part-1.

One thing I’ve noticed is that the most successful companies converge on all of these factors – that is, it isn’t good enough to focus on just one or two. In fact, it can sometimes be counterproductive – consider the case where leadership is constantly reinforcing the need for customer-centricity, but does not provide the tools nor incentives to make this happen. The effect, in this case, is that the truly customer-oriented employees will become discouraged and will likely look for employment at firms that back up with their stated commitment to customers with action.

Very good collection of insights and guidance for companies re-orienting around the customer experience.

Very pertinent from my point of view. We’ve recently kicked-off a major transactional NPS programme and are already seeing very positive results. Our next step is to ensure we achieve alignment between brand promise and operations.

I was particularly struck by point 5 relating to treating customers differently. Customers of course have different need, but by segmenting markets and differntiating service offerings, including the reality of automated self-service in a cost-conscious world, it seems almost impossible to achieve the level of mass customisation the theory seems to call for.

Maybe not once size fitting all, but certainly a range of sizes that changes depending on a customers life-time value, would seem to make sense.

And I totally agree that a big part of the success of a Customer Experience Management implementation effort requires much change management, and that Customer Experience goals must be part of the organizational culture. That should be the topic of another Journal.